Chapter 16, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Issues in Managing Change Changing Organizational Cultures –Cultures are naturally resistant to change –Conditions that help cultural change: Dramatic crisis Change of leadership Young, flexible, and small organization Weak organizational culture

Chapter 16, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Tips for Managers: Strategies for Managing Cultural Change Set the tone through management behaviour. Managers, particularly top management, need to be positive role models. Create new stories, symbols, and rituals to replace those currently in vogue. Select, promote, and support employees who adopt the new values that are sought. Redesign socialization processes to align with the new values.

Chapter 16, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Tips for Managers: Strategies for Managing Cultural Change Change the reward system to encourage acceptance of a new set of values. Replace unwritten norms with formal rules and regulations that are tightly enforced. Shake up current subcultures through transfers, job rotation, and/or terminations. Work to get peer-group consensus through employee participation and creation of a climate with a high level of trust.

Chapter 16, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Issues in Managing Change Handling Employee Stress –Stress The physical and psychological tension an individual feels when confronted with extraordinary demands, constraints, or opportunities and their associated importance and uncertainties Functional Stress –Stress that has a positive effect on performance

Chapter 16, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Exhibit 16.7 Causes of Stress

Chapter 16, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Exhibit 16.8 Symptoms of Stress SYMPTOMS OF STRESS PHYSICAL BEHAVIOURAL PSYCHOLOGICAL Job-related dissatisfaction, tension, anxiety, irritability, boredom, and procrastination Changes in productivity, absenteeism, job turnover, changes in eating habits, increased smoking or consumption of alcohol, rapid speech, fidgeting, sleep disorders Changes in metabolism, increased heart and breathing rates, raised blood pressure, headaches, and potential of heart attacks

Chapter 16, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Issues in Managing Change Reducing Stress –Engage in proper employee selection –Match employees’ abilities to job requirements –Use realistic job previews to reduce ambiguity –Improve organizational communications –Develop a performance planning program –Use job redesign –Provide a counselling program –Offer time planning management assistance –Sponsor wellness programs

Chapter 16, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Exhibit 16.9 Mistakes Managers Make When Leading Change UnfreezingRefreezingChanging Not communicating a sense of urgency Not forming a guiding coalition Quitting before change is finished Not making changes part of the organizational culture Not creating a vision Not communicating the vision Not empowering others to act on the vision Not planning for and creating short-term wins

Chapter 16, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Issues in Managing Change Making Change Happen Successfully –Embrace change –Explain why change is necessary –Communicate constantly and honestly –Encourage employee participation –Encourage employee flexibility –Remove those who resist and cannot be changed

Chapter 16, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Exhibit Characteristics of Change-Capable Organizations Link the present and the future Make learning a way of life Actively support and encourage day-to-day improvements and changes Ensure diverse teams Encourage mavericks Shelter breakthroughs Integrate technology Build and deepen trust

Chapter 16, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Summary and Implications What factors create the need for change? –Internal and external factors Is change ongoing or episodic? –Due to uncertainty and dynamics How do organizations manage change and resistance to change? –Structure, technology and people changes

Chapter 16, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Summary and Implications What is innovation and how does it occur in organizations? –Taking creative ideas and turning them into useful products, services or work methods What are some of the current issues in managing change? –How to introduce change into an existing company culture